Office for Nuclear Regulation
Strategy
2015 to 2020
Office for Nuclear Regulation
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ONR Strategy 2015 – 2020
Office for Nuclear Regulation
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ONR Strategy 2015 – 2020
Office for Nuclear Regulation
Strategy
2015 to 2020
Presented to Parliament pursuant to Paragraph 25(3) of Schedule 7
to the Energy Act 2013.
July 2015
Office for Nuclear Regulation
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ONR Strategy 2015 – 2020
© Office for Nuclear Regulation 2015
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Office for Nuclear Regulation
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ONR Strategy 2015 – 2020
Introduction
Nick Baldwin,
Chair
The Energy Act 2013 provided for the creation of ONR as an
independent, statutory regulator1 of nuclear safety, security, and
conventional health and safety at nuclear sites. We came into being
as a Public Corporation on 1 April 2014. I am pleased to present this
first strategy, which provides vision and direction for ONR and nuclear
regulation for the next 5 years, and meets our statutory obligations
to have our new strategy in place by 1 December 2014. Our duty
is to secure stable and sustainable nuclear regulation, building on
the foundations that we put in place for this in preparing for our
incorporation. Our vision for ONR over the lifetime of this strategy
and beyond is to be:
An exemplary regulator that inspires respect,
trust and confidence.
We want to be acknowledged as a first class organisation by our
peers and stakeholders.
We will focus on three key strategic themes to deliver our vision:
˜˜ Influencing improvements in nuclear safety and security
˜˜ Achievement of our vision through ONR’s people
˜˜ Inspiring a climate of stakeholder respect, trust and confidence.
Our strategy is ambitious and fully attainable. I look forward to
working with my Board colleagues and the wider ONR Team to create
an exemplary organisation.
1
Office for Nuclear Regulation
ONR regulates under several pieces of legislation including, the Energy Act 2013,
the Nuclear Installations Act 1965, the Health and Safety at Work etc Act 1974,
Nuclear Industries Security Regulations 2003, the Carriage of Dangerous Goods and
Use of Transportable Pressure Equipment Regulations 2009 insofar as it relates to
the civil carriage of class 7 goods, which are to be treated as nuclear regulations
under the Energy Act 2013, Nuclear Reactors (Environmental Impact Assessment for
Decommissioning) Regulations 1999, Radiation (Emergency Preparedness and Public
Information) Regulations 2001, Ionising Radiation Regulations 1999,
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ONR Strategy 2015 – 2020
Achieving the strategy
Our new strategy provides the strategic intent for taking forward
ONR’s mission and will inform our Annual Plans from 2015/16 to
2019/20. Our mission is:
John Jenkins,
Chief Executive
Officer
To provide efficient and effective regulation of
the nuclear industry, holding it to account on
behalf of the public.
In preparation for vesting, 2013 saw the ONR Executive and
Leadership Team established on a permanent, mandated basis. I
look forward to leading them with vigour to deliver ONR’s strategy
to secure stable, sustainable nuclear regulation in the face of the
significant challenges of the sector in the medium to longer term. Our
Chief Nuclear Inspector will safeguard absolutely our independence
in regulatory decision making in individual cases. We will build on our
strong record of openness and transparency, with a presumption of
disclosure of information on our activities, and be fully accountable for
everything that we do. The ONR Executive will ensure that:
˜˜ ONR performs to the highest standards across all functions - those
that are on the front line of regulatory activities, and those involved in
ensuring ONR both flourishes as a Corporation, and demonstrates its
adherence to the principles of Managing Public Money.
˜˜ a wide range of regulatory tools are used to influence positively
those we regulate, and to encourage the achievement of
sustained excellence in safety and security performance across
the nuclear sector.
˜˜ we have a positive influence on national and international nuclear
safety and security policy, legislation and standards. In addition,
we will share the expertise acquired from 50 years of regulatory
experience within a complex and challenging estate, with the
existing and emerging nuclear community, to benefit global
nuclear safety and security but remain focused into the UK.
˜˜ we continue to be committed to disclosing as much information as
possible about our activities, and how and why we have reached
regulatory decisions. The aim is to be an independent, trusted
source of objective information and advice about the risks and
potential consequences of all aspects of civil nuclear activities.
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ONR Strategy 2015 – 2020
In all this, I am personally committed to maximising diversity in our
work, not only in ensuring that ONR as a modern employer has
access to the widest pool of talent to meet the challenges ahead, but
also that ONR sets the standard for access by all sections of society
to the information citizens need on nuclear safety and security.
The ONR Executive team and I look forward to working with our NonExecutive colleagues to deliver this strategy.
Strategic context
In setting our strategy, ONR has considered the environment in which
it operates. The nuclear industry is a global one and consequently
ONR is influenced by both international and domestic factors. These
include:
˜˜ the UK government’s policy to have new low carbon energy
generation, including building new nuclear power plants which may
employ reactor designs that have not been used in the UK before;
˜˜ the importance of decommissioning, safe radioactive waste
management and site remediation to address the legacy from the
first generation of nuclear power plants;
˜˜ the reliability of the nuclear supply chain;
˜˜ a highly competitive nuclear skills market, which can affect
ONR’s ability to recruit appropriately qualified and experienced
nuclear specialists;
˜˜ a range of modern threats to the security of nuclear facilities,
including to their personnel and information systems;
˜˜ the economic climate which requires all public sector organisations
to continually seek financial efficiencies, and to improve financial
control and accountability;
˜˜ the demand for an efficient and effective regulator that will hold
the nuclear industry to account on behalf of the public and be a
reliable source of independent information about the hazards and
risks the nuclear sector presents.
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ONR Strategy 2015 – 2020
Strategic Themes
Influencing improvements in nuclear safety
and security
It is ONR’s duty to influence improvements in nuclear safety and
security, nationally and internationally. To do this we will:
˜˜ Focus regulatory attention on the UK’s nuclear priorities of:
˜˜
˜˜
˜˜
hazard reduction and remediation at Sellafield;
the nuclear new build programme, involving the assessment
of generic safety cases for potential new reactor designs and
of site specific safety cases for the licensing, construction,
operation and decommissioning of new nuclear power stations;
regulation of the safety and security of the existing fleet of
operating reactors, waste management and decommissioning,
the nuclear defence platform and radioactive materials transport.
˜˜ We will continue to enable improvements in the UK’s emergency
preparedness and response capability.
˜˜ We will influence the UK nuclear industry supply chain, through
current and future licensees, to improve its performance ensuring the
delivery of products and services safely, and to the correct quality.
˜˜ We will work with Government to demonstrate UK compliance
with international obligations, e.g. safeguards application and
compliance in the UK, and influence new obligations to benefit UK
nuclear safety, security and ONR’s regulatory effectiveness.
˜˜ Engage with key international stakeholders in the UK’s existing and
future nuclear industry to enable efficient and successful regulation.
˜˜ Use our expertise and international credibility to influence and
shape improvements in global nuclear safety and security
standards and best practice.
˜˜ Critically review the basis of nuclear regulation in the UK, taking
into account the modern nuclear environment, to devise a
regulatory framework, which integrates regulatory functions, and
leads international best practice and incorporates good practice
from others.
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ONR Strategy 2015 – 2020
˜˜ Engage with the broader science and research community to
improve understanding of known nuclear hazards and to gain
insight into potential hazards and risks.
Achievement of our vision through our people
To be an exemplary organisation ONR must have a stable,
sustainable, well-resourced, competent, flexible and accountable
team. In this, we must grasp diversity with vigour. In short, we want
everyone in ONR to:
˜˜ Demonstrate through leadership of our people, the highest
standards of behaviour and values in public service, in particular
honesty, impartiality, integrity and objectivity.
˜˜ Be passionate about ONR’s mission and understand its national
and international importance.
˜˜ Feel proud to work for ONR and have respect for, and an inclusive
approach to, those with whom they work.
˜˜ Be highly motivated and committed to achieving continuous
improvement in everything ONR does.
˜˜ Demonstrate responsibility and accountability in the use of public
money, and achieve value for money through the efficient and
effective use of resources.
˜˜ Feel able to fulfil their potential and have personal and
professional growth.
Inspiring a climate of stakeholder respect,
trust, and confidence
We want a climate of trust, and to gain the respect and confidence of
all of our stakeholders through regulatory excellence and the highest
standards of organisational management. To do this we will:
˜˜ Place in the public domain as much information as possible about
our regulatory and corporate activities, including the basis for
regulatory decisions.
˜˜ Use a range of internal and external assurance functions to ensure
ONR undertakes the right amount of regulation, proportionate to
the hazards and risks presented, of the right quality, at the right
cost. This will include scrutiny through robust internal governance
and peer reviews, and external reviews by the National Audit
Office and the International Atomic Energy Agency.
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ONR Strategy 2015 – 2020
In Summary
Vision
An exemplary regulator that inspires respect, trust and confidence.
Mission
To provide efficient and effective regulation of the nuclear industry,
holding it to account on behalf of the public
Strategic themes
Influencing
improvements in
nuclear safety and
security
Critical enablers
People Strategy, Communications and Influencing Strategies,
Enforcement Policy Statement, Finance and Risk Management
Strategies, management systems including IT Strategy.
Achievement of our
vision through our
people
Inspiring a climate of
stakeholder respect,
trust and confidence
By 2020, ONR will be an organisation that:
To the public
˜˜
˜˜
To our people
Is an exemplar of openness
and transparency; a trusted
source of independent,
information and advice
about the risks and
potential consequences of
all aspects of civil nuclear
activities, and engages
openly and constructively
in ways that are accessible
to our audiences.
Demonstrates how we
make a positive difference
to nuclear safety and
security.
˜˜
Holds the nuclear industry
to account, including
taking robust enforcement
action where appropriate.
˜˜
Provides evidence based
assurance that nuclear
sites are sufficiently safe.
˜˜
Provides evidence
based assurance that we
operate to the highest
standards of organisational
performance.
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To our licensees and
duty-holders
˜˜
Has people who lead
by example, set clear
direction, provide
inspiration, and
demonstrate the highest
standards of behaviour in
public life.
˜˜
Influences change to
create an excellent health,
safety and security culture
among the operators and
to promote sustained
excellence in nuclear
operations.
˜˜
Has a culture that is
inclusive, consistent and
fair, where people feel
empowered to challenge
without fear of bullying or
harassment.
˜˜
Regulates proportionately,
consistently and
independently and makes
consistent, transparent and
evidence-based decisions.
˜˜
˜˜
Values diversity and the
contribution of every
member of the ONR team,
has a pay and reward
system that recognises
personal contributions
and supports continuous
improvement at all levels.
Is responsive to the
dynamic industry we
regulate.
˜˜
Engages openly,
honestly and with the
highest standards of
professionalism.
˜˜
Operates efficiently to
control costs, drive out
waste and provide value
for money.
˜˜
Is a great place to work,
where people aspire to be
part of the ONR team.
ONR Strategy 2015 – 2020
Office for Nuclear Regulation
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ONR Strategy 2015 – 2020
© Office for Nuclear Regulation, 2015
The text of this document may be reproduced free of charge
in any format or medium, providing that it is reproduced
accurately and not in a misleading context under the terms of
the Open Government Licence v3.0.
ONR logos cannot be reproduced without the prior written
permission of the Office for Nuclear Regulation. Some images
and illustrations may not be owned by ONR and cannot be
reproduced without permission of the copyright owner.
Any enquiries regarding this publication should be addressed to:
ONR communications team
Office for Nuclear Regulation
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Email: [email protected]
Published July 2015
Further information about ONR is
available at www.onr.org.uk
Office for Nuclear Regulation
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